PMI PMI-SP Exam Practice Questions (P. 2)
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Question #11
Which one of the following estimate types is a form of expert judgment?
- AParametric estimate
- BAnalogous estimate
- CBottom-up estimate
- DDefinitive estimate
Correct Answer:
B
An analogous estimate is a form of expert judgment because it relies on historical information. The historical information, assuming that it is accurate, serves as the conduit to the expert that created the historical information.
Incorrect Answers:
A: Parametric estimating uses a parameter, such as 10 hours per fixture installation, as a base to predict the duration of the project.
C: A bottom-up estimate creates an activity duration estimate for each work package in the WBS.
D: A definitive estimate, also known as a bottom-up estimate, accounts for the cost of each work package.
B
An analogous estimate is a form of expert judgment because it relies on historical information. The historical information, assuming that it is accurate, serves as the conduit to the expert that created the historical information.
Incorrect Answers:
A: Parametric estimating uses a parameter, such as 10 hours per fixture installation, as a base to predict the duration of the project.
C: A bottom-up estimate creates an activity duration estimate for each work package in the WBS.
D: A definitive estimate, also known as a bottom-up estimate, accounts for the cost of each work package.
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Question #12
You are the project manager of the NHA Project. This project is expected to last one year with quarterly milestones throughout the year. Your project is supposed to be at the third milestone today but you're likely only 60 percent complete. Your project has a BAC of $745,000 and you've spent $440,000 of the budget-to-date.
What is your schedule performance index for this project?
What is your schedule performance index for this project?
- A80
- B1.02
- C102
- D0.80
Correct Answer:
D
The schedule performance index can be found by dividing the earned value by the planned value. In this project, it's $447,000 divided by the $558,750 for a value of 0.80. Schedule performance index (SPI) is the measure of schedule efficiency on a project. It is used in trend analysis to predict future performance.
SPI is the ratio of earned value to planned value. The SPI is calculated based on the following formula:
SPI = Earned Value (EV) / Planned Value (PV)
If the SPI value is greater than 1, it indicates better than expected performance, whereas if the value is less than 1, it shows poor performance. The SPI value of 1 indicates that the project is right on target.
Incorrect Answers:
A: "80" is not the same value as ".80".
B: 1.02 is the cost performance index.
C: 102 is not a valid calculation for this question.
D
The schedule performance index can be found by dividing the earned value by the planned value. In this project, it's $447,000 divided by the $558,750 for a value of 0.80. Schedule performance index (SPI) is the measure of schedule efficiency on a project. It is used in trend analysis to predict future performance.
SPI is the ratio of earned value to planned value. The SPI is calculated based on the following formula:
SPI = Earned Value (EV) / Planned Value (PV)
If the SPI value is greater than 1, it indicates better than expected performance, whereas if the value is less than 1, it shows poor performance. The SPI value of 1 indicates that the project is right on target.
Incorrect Answers:
A: "80" is not the same value as ".80".
B: 1.02 is the cost performance index.
C: 102 is not a valid calculation for this question.
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Question #13
SIMULATION -
Fill in the blank with an appropriate phrase.
The __________ includes a description of any collateral services required, such as performance reporting or post-project operational support for the procured item.
Fill in the blank with an appropriate phrase.
The __________ includes a description of any collateral services required, such as performance reporting or post-project operational support for the procured item.
Correct Answer:
procurement SOW
The procurement SOW consists of a description of some collateral services required, such as performance reporting or post- project operational support for the procured item. The procurement SOW is revised and refined as required when it moves through the procurement process until incorporated into a signed contract award.
procurement SOW
The procurement SOW consists of a description of some collateral services required, such as performance reporting or post- project operational support for the procured item. The procurement SOW is revised and refined as required when it moves through the procurement process until incorporated into a signed contract award.
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Question #14
Mark is the project manager of the GHQ Project. He is happily reporting that his project has a schedule performance index of 2.12. Management, however, does not think this is good news. What is the most likely reason why management does not like an SPI of 2.12?
- AIt is not good news because a larger number means the schedule duration estimates were likely to be wrong to begin with.
- BThey likely do not understand the SPI formula.
- CIt is not good news, as the number should be closer to 100 than 0.
- DIt is good news, but Mark may have large cost variances to achieve this value.
Correct Answer:
A
Cost and schedule performance indexes should be as close to 1 as possible. A larger value, such as 2.12, means that the schedule duration estimates were likely bloated or incorrect to begin with.
Incorrect Answers:
B: This is not the best choice for this question.
C: The number should not be close to 100; it should be close to 1.
D: While Mark may have crashed the schedule and driven up costs to achieve the SPI value, a more likely reason is that the time estimates were bloated.
A
Cost and schedule performance indexes should be as close to 1 as possible. A larger value, such as 2.12, means that the schedule duration estimates were likely bloated or incorrect to begin with.
Incorrect Answers:
B: This is not the best choice for this question.
C: The number should not be close to 100; it should be close to 1.
D: While Mark may have crashed the schedule and driven up costs to achieve the SPI value, a more likely reason is that the time estimates were bloated.
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Question #15
You are the project manager of the BHG Project. You are creating a network diagram as shown in the figure:
Mary, a project team member, reports that an identified risk is likely to happen in the project that will affect the completion date of Activity D . She reports that the risk event will likely cause the duration of the activity to increase by six days. If this happens what is the earliest the project can complete?
Mary, a project team member, reports that an identified risk is likely to happen in the project that will affect the completion date of Activity D . She reports that the risk event will likely cause the duration of the activity to increase by six days. If this happens what is the earliest the project can complete?
- A32 days
- B29 days
- C27 days
- D26 days
Correct Answer:
D
If Activity D increases by six days, the duration of the project will not change. There is 11 days of float available for Activity D so it may delay by six days without affecting the project end date. What is float?
Float or total float (TF) is the total amount of time that a schedule activity may be delayed from its early start date without delaying the project finish date, or violating a schedule constraint. It is calculated by using the critical path method technique and determining the difference between the early finish dates and late finish dates.
Incorrect Answers:
A, B, C. These are not valid answers for the question.
D
If Activity D increases by six days, the duration of the project will not change. There is 11 days of float available for Activity D so it may delay by six days without affecting the project end date. What is float?
Float or total float (TF) is the total amount of time that a schedule activity may be delayed from its early start date without delaying the project finish date, or violating a schedule constraint. It is calculated by using the critical path method technique and determining the difference between the early finish dates and late finish dates.
Incorrect Answers:
A, B, C. These are not valid answers for the question.
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Question #16
Sam is the project manager of the NQQ project. He and the project team have completed the stakeholder identification process for his project. What is the main output of the identify stakeholders process?
- ACommunications management plan
- BStakeholder register
- CRequirements
- DStakeholder management strategy
Correct Answer:
B
According to the PMBOK, the main output of the identify stakeholders process is the stakeholder register. The stakeholder register is a project management document that contains a list of the stakeholders associated with the project. It assesses how they are involved in the project and identifies what role they play in the organization. The information in this document can be very perceptive and is meant for limited exchange only. It also contains relevant information about the stakeholders, such as their requirements, expectations, and influence on the project.
Incorrect Answers:
A: The communications management plan is an output of communications planning.
C: Requirements are not an output of the stakeholder identification process.
D: The stakeholder management strategy is an output of stakeholder identification, but it is not the main output.
B
According to the PMBOK, the main output of the identify stakeholders process is the stakeholder register. The stakeholder register is a project management document that contains a list of the stakeholders associated with the project. It assesses how they are involved in the project and identifies what role they play in the organization. The information in this document can be very perceptive and is meant for limited exchange only. It also contains relevant information about the stakeholders, such as their requirements, expectations, and influence on the project.
Incorrect Answers:
A: The communications management plan is an output of communications planning.
C: Requirements are not an output of the stakeholder identification process.
D: The stakeholder management strategy is an output of stakeholder identification, but it is not the main output.
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Question #17
You work as a project manager for BlueWell Inc. Management has asked you not to communicate performance unless the CPI is less than 0.96 or the SPI dips below 0.98. What type of report would you create for management, if these instances develop in your project?
- ACost variance report
- BExceptions report
- CPerformance management report
- DSchedule variance report
Correct Answer:
B
The best answer is simply an exception report. An exception report refers and documents the major mistakes, mishaps, and goofs. In other words, it itemizes the important and critically significant piece of documentation that is vital to the proper and effective functioning of a project. It does not document what has gone right, but rather documents what has gone wrong.
Incorrect Answers:
A: The question is asked about cost and schedule so this answer would not be appropriate for both the cost and the schedule.
C: A performance management report is not a valid project management report.
D: The question is asked about cost and schedule so this answer would not be appropriate for both the cost and the schedule.
B
The best answer is simply an exception report. An exception report refers and documents the major mistakes, mishaps, and goofs. In other words, it itemizes the important and critically significant piece of documentation that is vital to the proper and effective functioning of a project. It does not document what has gone right, but rather documents what has gone wrong.
Incorrect Answers:
A: The question is asked about cost and schedule so this answer would not be appropriate for both the cost and the schedule.
C: A performance management report is not a valid project management report.
D: The question is asked about cost and schedule so this answer would not be appropriate for both the cost and the schedule.
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Question #18
You are the project manager of the HQQ Project. Your project is running late by ten percent of where you should be at this time. Management is concerned.
Considering that the project has a BAC of $567,899, you are thirty percent complete, and you have spent $179,450. What is this project's to-complete performance index based on the current BAC?
Considering that the project has a BAC of $567,899, you are thirty percent complete, and you have spent $179,450. What is this project's to-complete performance index based on the current BAC?
- A1.02
- B0.010
- C0.75
- D0.95
Correct Answer:
A
This project is not performing well on schedule, but moderately well on costs. The project's TCPI based on the current BAC is 1.02. To-complete Performance
Index (TCPI) is the measured projection of the anticipated performance required to achieve either the BAC or the EAC. TCPI indicates the future required cost efficiency needed to achieve a target EAC (Estimate At Complete).Once approved, the EAC supersedes the BAC as the cost performance goal. Any significant difference between TCPI and the CPI needed to meet the EAC should be accounted for by management in their forecast of the final cost. The formula for TCPI is as follows:
TCPI = {(BAC-EV)/(BAC-AC)}
Incorrect Answers:
B: 0.010 is not a valid calculation.
C: 0.75 is the project's schedule performance index.
D: 0.95 is the project's TCPI value based on the estimate at completion.
A
This project is not performing well on schedule, but moderately well on costs. The project's TCPI based on the current BAC is 1.02. To-complete Performance
Index (TCPI) is the measured projection of the anticipated performance required to achieve either the BAC or the EAC. TCPI indicates the future required cost efficiency needed to achieve a target EAC (Estimate At Complete).Once approved, the EAC supersedes the BAC as the cost performance goal. Any significant difference between TCPI and the CPI needed to meet the EAC should be accounted for by management in their forecast of the final cost. The formula for TCPI is as follows:
TCPI = {(BAC-EV)/(BAC-AC)}
Incorrect Answers:
B: 0.010 is not a valid calculation.
C: 0.75 is the project's schedule performance index.
D: 0.95 is the project's TCPI value based on the estimate at completion.
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Question #19
Andy works as the project manager for Bluewell Inc. He is developing the schedule for the project. There are eight tools and techniques that a project manager can use to develop the project schedule. Which of the following is a tool and technique for the Schedule Development process?
- ASchedule compression
- BReserve analysis
- CVariance analysis
- DExpert judgment
Correct Answer:
A
Schedule compression is a tool used as part of the Schedule Development process. The tools and techniques for schedule development are as follows:
✑ Schedule network analysis
✑ Critical path method
✑ Critical chain method
✑ Resource leveling
✑ What-if scenario analysis
✑ Applying leads and lags
✑ Schedule compression
✑ Scheduling tool
Incorrect Answers:
B, C, D: These are not tools and techniques for schedule development.
A
Schedule compression is a tool used as part of the Schedule Development process. The tools and techniques for schedule development are as follows:
✑ Schedule network analysis
✑ Critical path method
✑ Critical chain method
✑ Resource leveling
✑ What-if scenario analysis
✑ Applying leads and lags
✑ Schedule compression
✑ Scheduling tool
Incorrect Answers:
B, C, D: These are not tools and techniques for schedule development.
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Question #20
You are the project manager for your organization. You have recorded the following duration estimates for an activity in your project: optimistic 20, most likely 45, pessimistic 90. What time will you record for this activity?
- A48
- B20o, 45m, 90p
- C90
- D45
Correct Answer:
A
This is an example of a three-point estimate. A three-point estimate records the optimistic, most likely, and the pessimistic duration, and then records an average for the predicted duration Three-point estimate is a way to enhance the accuracy of activity duration estimates. This concept is originated with the Program
Evaluation and Review Technique (PERT). PERT charts the following three estimates: Most likely (TM): The duration of activity based on realistic factors such as resources assigned, interruptions, etc.
Optimistic (TO): The activity duration based on the best-case scenario
Pessimistic (TP): The activity duration based on the worst-case scenario
The expected (TE) activity duration is a weighted average of these three estimates:
TE = (TO + 4TM + TP) / 6 -
Duration estimates based on the above equations (sometimes simple average of the three estimates is also used) provide more accuracy. It can be calculated as follows:
TE = ( 20 + 45*4 + 90) / 6 -
= 290/6
=48
Incorrect Answers:
B, C, D: These are not the valid answers for this question.
A
This is an example of a three-point estimate. A three-point estimate records the optimistic, most likely, and the pessimistic duration, and then records an average for the predicted duration Three-point estimate is a way to enhance the accuracy of activity duration estimates. This concept is originated with the Program
Evaluation and Review Technique (PERT). PERT charts the following three estimates: Most likely (TM): The duration of activity based on realistic factors such as resources assigned, interruptions, etc.
Optimistic (TO): The activity duration based on the best-case scenario
Pessimistic (TP): The activity duration based on the worst-case scenario
The expected (TE) activity duration is a weighted average of these three estimates:
TE = (TO + 4TM + TP) / 6 -
Duration estimates based on the above equations (sometimes simple average of the three estimates is also used) provide more accuracy. It can be calculated as follows:
TE = ( 20 + 45*4 + 90) / 6 -
= 290/6
=48
Incorrect Answers:
B, C, D: These are not the valid answers for this question.
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